How I Scaled My Team


Global pandemics don't always halt hypergrowth

Season 1, Ep. 16

In this week’s episode, Shahar and Romi talk with Ariel Cohen, CEO and Co-Founder of TripActions.


TripActions have shown impressive growth since their launch, now boasting nearly 3,000 employees. But this hasn’t come without its challenges.


When the Covid-19 pandemic struck, the company had no choice but to let staff go. In addition, trying to retain staff when thriving tech giants attempted to poach them was a significant challenge. Ariel explains that they never saw it as scaling down but instead used the unique opportunity to take more market share and continue to build their product. 


Scaling a team often requires some difficult decisions, such as letting go of good people if they’re not going to take you to the next level. Ariel highlights why transparency when letting people go helps to set expectations.


One of TripActions most successful decisions was to hire key employees from hypergrowth companies such as Uber and WeWork, according to Ariel. Having people who were used to growing businesses hundreds of percentages every year significantly aided the company when they began their significant hypergrowth.


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More Episodes


In scaling a company, are flat organizational structures practical?

Season 1, Ep. 17
In this week’s episode, Shahar and Romi talk with Lotte Vester, Head of Organisational Strategy at Asana. Like many tech companies, Asana is a fairly flat organisation with very few staff having titles. Whilst it isn’t unique in the industry, Lotte explains how the only way this structure can work is if it is supported by the right culture.Fortunately, this is something that Asana are very intentional about, aided by their Voice of Employee programme, which evaluates decisions and goals set by individuals and the company. Lotte adds that for the culture to be effective, it is important to have open and curious leaders who are comfortable giving responsibility and critique to their staff. Asana pride themselves on creating flexible working for their staff, something which they proudly offered even before the Covid-19 pandemic. Despite them seeing value in face-to-face interaction and working collaboratively in an office, they believe that whatever gets the work done best is the most effective way. But is that attitude always best?Having previously worked at Facebook, Lotte has experienced companies growing rapidly, in both headcount and revenue. At the social media company, their key value was ‘move fast and break things’ - somewhat of a unique take. Lotte explains how employees were expected to make mistakes and if you didn’t, you probably weren’t moving fast enough, something which she feels is a valuable concept as you grow.  Like this episode? Make sure to leave a ⭐⭐⭐⭐⭐ review and hit subscribe, so you never miss when a new episode drops.